http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/580 2026-05-15T14:22:29Z 2026-05-15T14:22:29Z Goel, M M http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/601 2016-07-22T14:14:21Z 2007-03-21T00:00:00Z

Ethical Issues in Public Private Partnership for Health Care in Haryana Goel, M M To bring efficiency, sufficiency and equity in health care system in Haryana. Public Health services and Private sector services are twin sisters and are complementary to each other, which justifies for collaboration. Of course, implementation, monitoring and evaluation of the well-identified objectives of Vikalp require qualitative and quantitative data. This is essential for developing a sound and honest system. To walk a tight rope of high expectations from private players, we need to be vigilant. Ethical issues in various dimensions of the implementation of the Vikalp Scheme are the subject matter of this paper. To prove PPP an innovative approach for promotion of health culture we need to conduct SWOT analysis of the scheme. It needs to be pointed out that the services of the PPP would be popular only if they satisfy the essential need of the public and is utilitarian. Publicity alone cannot be a substitute for the basic requirement of Need, Affordability and Worth (NAW) of the services by the PPP. To adopt and accept the normative approach to HRD in PPP it is essential to understand SIMPLE model of HRD (developed by the author elsewhere) consisting of six human development activities such as Spiritual quotient (SQ) development, Intuition development, Mental level development, Love yourself attitude development and Emotional quotient (EQ) development. The synergy of these six aspects of HRD is essential requirement of the desirable human resources for the PPP to emerge and realize its full potential. Public Private Partnership (PPP) in Health Sector in Haryana in the shape of Vikalp scheme is necessary but not a sufficient condition for creating health culture which requires motivated manpower to be trained in science of spirituality tried to prove Vikalp is an innovative scheme of involving private health providers (individuals and health centres) in primary health care and in government-run hospitals and Community Health Centres (CHCs) in Haryana which needs strong political will, commitment, mutual trust and confidence building among the stake holders

2007-03-21T00:00:00Z Raja, K N Mohandas, S K http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/600 2016-07-27T11:52:57Z 2007-03-21T00:00:00Z

FDI as an emerging source of Technology for Indian Entrepreneurs / SMEs Raja, K N; Mohandas, S K Globalisation has thrown challenges of competition, price pressures, quality expectations, efficiency of management, cost-effective solutions etc. to Indian Industry. While large industries have risen upto these challenges in a short period, the SME sector and entrepreneurs are facing crisis. Latest technology, updated manufacturing process, Quality systems and procedures, cost efficient sourcing, determines success of operation of the SME. Conventional sources of technology and related knowledge of adaptation are no longer adequate to the entrepreneur to meet the demands of expectations of the market forces. The emerging source of latest technology for the entrepreneur is FDI. Association with MNCs will be the route to success in the new Era of entrepreneurship. FDI / MNC provide to the entrepreneur the latest technology for manufacture, establish international manufacturing practices & Quality systems and enable the entrepreneur to become a world class manufacturer. In this process the entrepreneur gains the capabilities and competence to not only meets global competition in India but also to address global markets. This paper presents this new source of technology and illustrates with case studies.

2007-03-21T00:00:00Z Cherukara, Joseph M Manalel, James http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/599 2016-07-27T11:52:18Z 2007-03-21T00:00:00Z

A Brief Account of SME Cluster Development in Kerala Cherukara, Joseph M; Manalel, James Development of Industrial Clusters is a project of UNIDO, based on Italian experience, started in 1995 for the growth of SMEs all over the world with emphasis on developing countries. Government of India adopted the Cluster Development Programme in 1996. Cluster Development activity has been made a pivotal area for Industrial Development of UNIDO. About 400 SME Clusters have been identified and developmental activities are in progress. Government of Kerala included Cluster Development as part of its Industrial Policy in 2003. Industries Department of Govt. of Kerala is taking the initiative for identification and development of Clusters through the District Industries Centres (DICs). About 75 SME Clusters have been identified and they are at different stages of development. Central Government agencies like Coir Board, SISI, and NGOs like Federation of Industrial Clusters, etc. are also taking the initiative in Cluster Development. But the Cluster Development activity in Kerala is yet to attain a remarkable success level.

2007-03-21T00:00:00Z Ranganathan, K http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/598 2016-07-22T14:13:46Z 2007-03-21T00:00:00Z

A Case Study on a Successful Partnership for a Quarter of a Century in SME: Key Success Factors Ranganathan, K Thirteen young executives out of which eight working in a multinational tyre factory in India, set up an automotive manufacturing unit in their home town in South India, twenty five years ago. They had an urge to start something back in their home town. The initial investment was Rs. 19 lakhs out of which the promoters contributed Rs. Seven lakhs. The value of investment at current prices is Rs. 25 crores. The company was named as South India Polymer Industries (SIPI). The company's turnover comes from partly working as a converter and partly from selling the rubber component in the Indian market in the brand name as Best polymers. The turnover 25 years ago was Rs. 40 lakhs and currently it is close to Rs. 50 crores. Recently they have expanded their business overseas. Entrepreneurs starting ventures with partners find it difficult to sustain the partnership and we have seen the business folding after a few years. However SIPI has remained vibrant and has grown many folds. The product quality is well accepted. All the original thirteen partners are still associated with SIPI. Further one of the partners was elected as CEO in the beginning and he continues to remain in that position even now. The case study analyses the reasons for the success of SIPI and also how many difficulties encountered in the last 25 years were overcome. What is the "GYAN" we can get from this enterprise from the CEO and other partners for sustaining an enterprise is the core of our paper.

2007-03-21T00:00:00Z